***30th Anniversary Edition*** Cover note: Each copy of the anniversary edition of The Blind Watchmaker features a unique biomorph. No two covers are exactly alike. Acclaimed as the most influential work on evolution written in the last hundred years, The Blind Watchmaker offers an inspiring and accessible introduction to one of the most important scientific discoveries of all time. A brilliant and controversial book which demonstrates that evolution by natural selection - the unconscious, automatic, blind yet essentially non-random process discovered by Darwin - is the only answer to the biggest question of all: why do we exist?

The Culture (9 book series)

How could General Electric--perhaps America's most iconic corporation--suffer such a swift and sudden fall from grace? This is the definitive history of General Electric's epic decline, as told by the two Wall Street Journal reporters who covered its fall. Since its founding in 1892, GE has been more than just a corporation. For generations, it was job security, a solidly safe investment, and an elite business education for top managers. GE electrified America, powering everything from lightbulbs to turbines, and became fully integrated into the American societal mindset as few companies ever had. And after two decades of leadership under legendary CEO Jack Welch, GE entered the twenty-first century as America's most valuable corporation. Yet, fewer than two decades later, the GE of old was gone. ​Lights Out examines how Welch's handpicked successor, Jeff Immelt, tried to fix flaws in Welch's profit machine, while stumbling headlong into mistakes of his own. In the end, GE's traditional win-at-all-costs driven culture seemed to lose its direction, which ultimately caused the company's decline on both a personal and organizational scale. Lights Out details how one of America's all-time great companies has been reduced to a cautionary tale for our times.

From the founders of the trailblazing software company 37signals, here is a different kind of business book - one that explores a new reality. Today, anyone can be in business. Tools that used to be out of reach are now easily accessible. Technology that cost thousands is now just a few pounds or even free. Stuff that was impossible just a few years ago is now simple. That means anyone can start a business. And you can do it without working miserable 80-hour weeks or depleting your life savings. You can start it on the side while your day job provides all the cash flow you need. Forget about business plans, meetings, office space - you don't need them.With its straightforward language and easy-is-better approach, Rework is the perfect playbook for anyone who's ever dreamed of doing it on their own. Hardcore entrepreneurs, small-business owners, people stuck in day jobs who want to get out, and artists who don't want to starve anymore will all find valuable inspiration and guidance in these pages. It's time to rework work.

The second Culture novel from the awesome imagination of Iain M. Banks, a modern master of science fiction.The Culture - a human/machine symbiotic society - has thrown up many great Game Players, and one of the greatest is Gurgeh. Jernau Morat Gurgeh. The Player of Games. Master of every board, computer and strategy.Bored with success, Gurgeh travels to the Empire of Azad, cruel and incredibly wealthy, to try their fabulous game ... a game so complex, so like life itself, that the winner becomes emperor. Mocked, blackmailed, almost murdered, Gurgeh accepts the game, and with it the challenge of his life - and very possibly his death.Praise for the Culture series:'Epic in scope, ambitious in its ideas and absorbing in its execution' Independent on Sunday'Banks has created one of the most enduring and endearing visions of the future' Guardian'Jam-packed with extraordinary invention' Scotsman'Compulsive reading' Sunday Telegraph The Culture series:Consider PhlebasThe Player of GamesUse of WeaponsThe State of the ArtExcessionInversionsLook to WindwardMatterSurface DetailThe Hydrogen SonataOther books by Iain M. Banks:Against a Dark BackgroundFeersum EndjinnThe Algebraist

The phenomenal bestseller about Apple co-founder Steve Jobs from the author of the acclaimed biographies of Benjamin Franklin and Albert Einstein.Based on more than forty interviews with Jobs conducted over two years—as well as interviews with more than 100 family members, friends, adversaries, competitors, and colleagues—Walter Isaacson set down the riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing. Isaacson’s portrait touched hundreds of thousands of readers. At a time when America is seeking ways to sustain its innovative edge and when societies around the world are trying to build digital-age economies, Jobs still stands as the ultimate icon of inventiveness and applied imagination. He knew that the best way to create value in the twenty-first century was to connect creativity with technology. He built a company where leaps of the imagination were combined with remarkable feats of engineering. Although Jobs cooperated with the author, he asked for no control over what was written. He put nothing off-limits. He encouraged the people he knew to speak honestly. He himself spoke candidly about the people he worked with and competed against. His friends, foes, and colleagues offer an unvarnished view of the passions, perfectionism, obsessions, artistry, devilry, and compulsion for control that shaped Jobs’s approach to business, the innovative products that resulted, and his legacy.

n November 12, 2002, Dr. John Chambers of the NASA Ames - search Center gave a seminar to the Astrobiology Group at the OUniversity of Washington. The audience of about 100 listened with rapt attention as Chambers described results from a computer study of how planetary systems form. The goal of his research was to answer a dec- tively simple question: How often would newly forming planetary systems produce Earth-like planets, given a star the size of our own sun? By “Ear- like” Chambers meant a rocky planet with water on its surface, orbiting within a star’s “habitable zone. ” This not-too-hot and not-too-cold inner - gion, relatively close to the star, supports the presence of liquid water on a planet surface for hundreds of million of years—the time-span probably n- essary for the evolution of life. To answer the question of just how many Earth-like planets might be spawned in such a planetary system, Chambers had spent thousands of hours running highly sophisticated modeling p- grams through arrays of powerful computers. x Preface to the Paperback Edition The results presented at the meeting were startling. The simulations showed that rocky planets orbiting at the “right” distances from the central star are easily formed, but they can end up with a wide range of water c- tent.

Few events in history have been more monumental than the emergence of the Space Age, which began with the Soviet launch of Sputnik in 1957. During the next two decades, more than 1,600 spacecraft of all varieties were launched, mostly into the earth's orbit In addition, twelve men walked on the moon and returned home. By the end of the 1980s, there were more than 300 operational spacecraft and thousands of orbiting objects, mostly the spent, upper stages of launch vehicles and inert spacecraft. The Encyclopedia of Space Vehicles uses a combination of high-quality photos, illustrations, fact tables, and authoritative text to describe all the vehicles and equipment used in space, past and present. It covers all types of rockets, satellites, and probes, as well as their equipment and cargo, such as radio transmitters, measuring instruments, and cameras.

"Robert Zubrin is a true engineering genius like the heroic engineers of the past." --Frederick Turner, American Enterprise Using nuts-and-bolts engineering and a unique grasp of human history, Robert Zubrin takes us to the not-very-distant future, when our global society will branch out into the universe. From the current-day prospect of lunar bases and Mars settlements to the outer reaches of other galaxies, Zubrin delivers the most important and forward-looking work on space and the true possibilities of human exploration since Carl Sagan's Cosmos. Sagan himself said of Zubrin's humans-to-Mars plan, "Bob Zubrin really, nearly alone, changed our thinking on this issue." With Entering Space, he takes us further, into the prospect of human expansion to the outer planets of our own solar system--and beyond.

Frank Herbert’s classic masterpiece—a triumph of the imagination and one of the bestselling science fiction novels of all time.SOON TO BE A MAJOR MOTION PICTURE directed by Denis Villeneuve, starring Timothée Chalamet, Josh Brolin, Jason Momoa, Oscar Isaac, Javier Bardem, Stellan Skarsgård, Rebecca Ferguson, Zendaya, and Charlotte Rampling.Set on the desert planet Arrakis, Dune is the story of the boy Paul Atreides, heir to a noble family tasked with ruling an inhospitable world where the only thing of value is the “spice” melange, a drug capable of extending life and enhancing consciousness. Coveted across the known universe, melange is a prize worth killing for....When House Atreides is betrayed, the destruction of Paul’s family will set the boy on a journey toward a destiny greater than he could ever have imagined. And as he evolves into the mysterious man known as Muad’Dib, he will bring to fruition humankind’s most ancient and unattainable dream. A stunning blend of adventure and mysticism, environmentalism and politics, Dune won the first Nebula Award, shared the Hugo Award, and formed the basis of what is undoubtedly the grandest epic in science fiction.

A handsome, commemorative edition of Peter F. Drucker’s timeless classic work on leadership and management, with a foreword by Jim Collins.What makes an effective executive?For decades, Peter F. Drucker was widely regarded as "the dean of this country’s business and management philosophers" (Wall Street Journal). In this concise and brilliant work, he looks to the most influential position in management—the executive. The measure of the executive, Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.Drucker identifies five practices essential to business effectiveness that can—and must—be mastered:Managing time;Choosing what to contribute to the organization;Knowing where and how to mobilize strength for best effect;Setting the right priorities;Knitting all of them together with effective decision-makingRanging across the annals of business and government, Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations.

In the future thousands of people will be living in outer space colonies. This book shows how the world of the future will be, a self suffient paradise, a colony hovering between earth and moon.

The Black Swan is a standalone book in Nassim Nicholas Taleb’s landmark Incerto series, an investigation of opacity, luck, uncertainty, probability, human error, risk, and decision-making in a world we don’t understand. The other books in the series are Fooled by Randomness, Antifragile, and The Bed of Procrustes.A black swan is a highly improbable event with three principal characteristics: It is unpredictable; it carries a massive impact; and, after the fact, we concoct an explanation that makes it appear less random, and more predictable, than it was. The astonishing success of Google was a black swan; so was 9/11. For Nassim Nicholas Taleb, black swans underlie almost everything about our world, from the rise of religions to events in our own personal lives. Why do we not acknowledge the phenomenon of black swans until after they occur? Part of the answer, according to Taleb, is that humans are hardwired to learn specifics when they should be focused on generalities. We concentrate on things we already know and time and time again fail to take into consideration what we don’t know. We are, therefore, unable to truly estimate opportunities, too vulnerable to the impulse to simplify, narrate, and categorize, and not open enough to rewarding those who can imagine the “impossible.” For years, Taleb has studied how we fool ourselves into thinking we know more than we actually do. We restrict our thinking to the irrelevant and inconsequential, while large events continue to surprise us and shape our world. In this revelatory book, Taleb explains everything we know about what we don’t know, and this second edition features a new philosophical and empirical essay, “On Robustness and Fragility,” which offers tools to navigate and exploit a Black Swan world. Elegant, startling, and universal in its applications, The Black Swan will change the way you look at the world. Taleb is a vastly entertaining writer, with wit, irreverence, and unusual stories to tell. He has a polymathic command of subjects ranging from cognitive science to business to probability theory. The Black Swan is a landmark book—itself a black swan. Praise for Nassim Nicholas Taleb “The most prophetic voice of all.”—GQ Praise for The Black Swan “[A book] that altered modern thinking.”—The Times (London) “A masterpiece.”—Chris Anderson, editor in chief of Wired, author of The Long Tail “Idiosyncratically brilliant.”—Niall Ferguson, Los Angeles Times “The Black Swan changed my view of how the world works.”—Daniel Kahneman, Nobel laureate “[Taleb writes] in a style that owes as much to Stephen Colbert as it does to Michel de Montaigne. . . . We eagerly romp with him through the follies of confirmation bias [and] narrative fallacy.”—The Wall Street Journal “Hugely enjoyable—compelling . . . easy to dip into.”—Financial Times “Engaging . . . The Black Swan has appealing cheek and admirable ambition.”—The New York Times Book ReviewFrom the Hardcover edition.

NAMED BEST MARKETING BOOK OF 2011 BY THE AMERICAN MARKETING ASSOCIATION How organizations can deliver significant performance gains through strategic investment in marketing In the new era of tight marketing budgets, no organization can continue to spend on marketing without knowing what's working and what's wasted. Data-driven marketing improves efficiency and effectiveness of marketing expenditures across the spectrum of marketing activities from branding and awareness, trail and loyalty, to new product launch and Internet marketing. Based on new research from the Kellogg School of Management, this book is a clear and convincing guide to using a more rigorous, data-driven strategic approach to deliver significant performance gains from your marketing. Explains how to use data-driven marketing to deliver return on marketing investment (ROMI) in any organization In-depth discussion of the fifteen key metrics every marketer should know Based on original research from America's leading marketing business school, complemented by experience teaching ROMI to executives at Microsoft, DuPont, Nisan, Philips, Sony and many other firms Uses data from a rigorous survey on strategic marketing performance management of 252 Fortune 1000 firms, capturing $53 billion of annual marketing spending In-depth examples of how to apply the principles in small and large organizations Free downloadable ROMI templates for all examples given in the book With every department under the microscope looking for results, those who properly use data to optimize their marketing are going to come out on top every time.

Alex Rogo is a harried plant manager working ever more desperately to try and improve performance. His factory is rapidly heading for disaster. So is his marriage. He has ninety days to save his plant - or it will be closed by corporate HQ, with hundreds of job losses. It takes a chance meeting with a colleague from student days - Jonah - to help him break out of conventional ways of thinking to see what needs to be done. Described by Fortune as a 'guru to industry' and by Businessweek as a 'genius', Eliyahu M. Goldratt was an internationally recognized leader in the development of new business management concepts and systems. This 20th anniversary edition includes a series of detailed case study interviews by David Whitford, Editor at Large, Fortune Small Business, which explore how organizations around the world have been transformed by Eli Goldratt's ideas. The story of Alex's fight to save his plant contains a serious message for all managers in industry and explains the ideas which underline the Theory of Constraints (TOC) developed by Eli Goldratt. Written in a fast-paced thriller style, The Goal is the gripping novel which is transforming management thinking throughout the Western world. It is a book to recommend to your friends in industry - even to your bosses - but not to your competitors!

Lean Thinking was launched in the fall of 1996, just in time for the recession of 1997. It told the story of how American, European, and Japanese firms applied a simple set of principles called 'lean thinking' to survive the recession of 1991 and grow steadily in sales and profits through 1996. Even though the recession of 1997 never happened, companies were starving for information on how to make themselves leaner and more efficient. Now we are dealing with the recession of 2001 and the financial meltdown of 2002. So what happened to the exemplar firms profiled in Lean Thinking? In the new fully revised edition of this bestselling book those pioneering lean thinkers are brought up to date. Authors James Womack and Daniel Jones offer new guidelines for lean thinking firms and bring their groundbreaking practices to a brand new generation of companies that are looking to stay one step ahead of the competition.

The" Innovator's Dilemma" demonstrates why outstanding companies that had their competitive antennae up, listened astutely to customers, and invested aggressively in new technologies still lost their market dominance. Drawing on patterns of innovation in a variety of industries, the author argues that good business practices can, nevertheless, weaken a great firm. He shows how truly important, breakthrough innovations are often initially rejected by customers that cannot currently use them, leading firms to allow their most important innovations to languish. Many companies now face the innovator's dilemma. Keeping close to customers is critical for current success. But long-term growth and profits depend upon a very different managerial formula. This book will help managers see the changes that may be coming their way and will show them how to respond for success. The Management of Innovation and Change Series. Dual Winner, The Best Business Book of 1997 and The Best Business "How-To" Book of 1997--The Financial Times/Booz-Allen & Hamilton Global Business Book Awards "This book addresses a tough problem that most successful companies will face eventually. It's lucid, analytical-and scary."-- Dr. Andrew S. Grove, Chairman, Intel Corporation "The "Innovator's Dilemma" is absolutely brilliant." Clayton Christensen provides an insightful analysis of changing technology and its importance to a company's future success. I highly recommend this book for anyone interested in business or entrepreneurship."--Michael R. Bloomberg, CEO and Founder, Bloomberg Financial Markets "Managers reading Professor Christensen's book may come away with a heightened sense of paranoia. They will benone the worse for that. The idea of the disruptive technology is a simple and powerful one. There may be one lurking near you."-- "Financial Times" -- "Christensen marshals so much data and analysis in support of his position that he makes a powerful case."--Context

The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?

Working mostly alone, almost single-handedly writing 250,000 lines of computer code, Steve Grand produced Creatures(R), a revolutionary computer game that allowed players to create living beings complete with brains, genes, and hormonal systems--creatures that would live and breathe and breed in real time on an ordinary desktop computer. Enormously successful, the game inevitably raises the question: What is artificial life? And in this book--a chance for the devoted fan and the simply curious onlooker to see the world from the perspective of an original philosopher-engineer and intellectual maverick--Steve Grand proposes an answer.From the composition of the brains and bodies of artificial life forms to the philosophical guidelines and computational frameworks that define them, Creation plumbs the practical, social, and ethical aspects and implications of the state of the art. But more than that, the book gives readers access to the insights Grand acquired in writing Creatures--insights that yield a view of the world that is surprisingly antireductionist, antimaterialist, and (to a degree) antimechanistic, a view that sees matter, life, mind, and society as simply different levels of the same thing. Such a hierarchy, Grand suggests, can be mirrored by an equivalent one that exists inside a parallel universe called cyberspace.

Few books on software project management have been as influential and timeless as The Mythical Man-Month. With a blend of software engineering facts and thought-provoking opinions, Fred Brooks offers insight for anyone managing complex projects. These essays draw from his experience as project manager for the IBM System/360 computer family and then for OS/360, its massive software system. Now, 20 years after the initial publication of his book, Brooks has revisited his original ideas and added new thoughts and advice, both for readers already familiar with his work and for readers discovering it for the first time. The added chapters contain (1) a crisp condensation of all the propositions asserted in the original book, including Brooks' central argument in The Mythical Man-Month: that large programming projects suffer management problems different from small ones due to the division of labor; that the conceptual integrity of the product is therefore critical; and that it is difficult but possible to achieve this unity; (2) Brooks' view of these propositions a generation later; (3) a reprint of his classic 1986 paper "No Silver Bullet"; and (4) today's thoughts on the 1986 assertion, "There will be no silver bullet within ten years."

When he assumed the position of Chairman of the Board of Bear Stearns in 1978, Alan C. Greenberg found himself with the unenviable task of meeting —and surpassing —the rigorous leadership standards set by his legendary predecessor, Cy Lewis, "the man who was credited with having made Bear Stearns what it then was." For nearly two decades now, "Ace" Greenberg, as he is affectionately known, has kept Bear Stearns on top through a unique and provocative business management philosophy —a philosophy that he frequently and effectively communicates to employees through a series of no-holds-barred company memos. Now, the inimitable Greenberg style sparks a priceless collection of his most inspirational, insightful, and instructional memoranda. Memos From the Chairman affords a rare glimpse at the motivational thoughts and management techniques of one of the corporate world's most brilliant leaders. "Many years ago, Where Are the Customers' Yachts?, through a humorous look at Wall Street, dispensed some of the best investment advice ever written. In this book, Ace has applied the same treatment to managerial advice with equal success." —Warren Buffett from the Foreword to Memos From the Chairman "I love this book. If I didn't have a dreaded MBA, I might even, at age 53, apply for a job at Bear Stearns." —Tom Peters

Meet a genuine American folk hero cut from the homespun cloth of America's heartland: Sam Walton, who parlayed a single dime store in a hardscrabble cotton town into Wal-Mart, the largest retailer in the world. The undisputed merchant king of the late twentieth century, Sam never lost the common touch. Here, finally, inimitable words. Genuinely modest, but always sure if his ambitions and achievements. Sam shares his thinking in a candid, straight-from-the-shoulder style. In a story rich with anecdotes and the "rules of the road" of both Main Street and Wall Street, Sam Walton chronicles the inspiration, heart, and optimism that propelled him to lasso the American Dream.

"This is not a book about charismatic visionary leaders. It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies." So write Jim Collins and Jerry Porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time.Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies -- they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 -- and studied each company in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from other companies?"What separates General Electric, 3M, Merck, Wal-Mart, Hewlett-Packard, Walt Disney, and Philip Morris from their rivals? How, for example, did Procter & Gamble, which began life substantially behind rival Colgate, eventually prevail as the premier institution in its industry? How was Motorola able to move from a humble battery repair business into integrated circuits and cellular communications, while Zenith never became dominant in anything other than TVs? How did Boeing unseat McDonnell Douglas as the world's best commercial aircraft company -- what did Boeing have that McDonnell Douglas lacked?By answering such questions, Collins and Porras go beyond the incessant barrage of management buzzwords and fads of the day to discover timeless qualities that have consistently distinguished out-standing companies. They also provide inspiration to all executives and entrepreneurs by destroying the false but widely accepted idea that only charismatic visionary leaders can build visionary companies.Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the twenty-first century and beyond.

From the winner of the Nobel Prize in Literature, here is the universally acclaimed novel—winner of the Booker Prize and the basis for an award-winning film. This is Kazuo Ishiguro's profoundly compelling portrait of Stevens, the perfect butler, and of his fading, insular world in post-World War II England. Stevens, at the end of three decades of service at Darlington Hall, spending a day on a country drive, embarks as well on a journey through the past in an effort to reassure himself that he has served humanity by serving the "great gentleman," Lord Darlington. But lurking in his memory are doubts about the true nature of Lord Darlington's "greatness," and much graver doubts about the nature of his own life.